The psychological contract lies at the heart of your relationship with the organisation you work for. It is the deal you make with your employer and colleagues at work; it is about your mutual expectations and their fulfilment. Too often this contract is implicit and left to chance, resulting in misunderstanding, stress, lower commitment and performance. The author demonstrates how to use the psychological contract to raise the business game and increase personal fulfilment. Managing the Psychological Contract is the first book which shows how the psychological contract can be used in practice. In it Michael Wellin advocates going beyond the traditional static view of the psychological contract between the organisation and its employees. He shows how to create unique and dynamic customised Personal Deals between people and teams. He does this by showing how to make personal deals explicit and mutual, and provides practical tips for leaders, employees and HR professionals. Separate chapters are devoted to leadership, culture change and strategic HR management. There is also a chapter of practical ideas for individuals who want to change their personal deal at work. The author's ideas are based on his own research and consultancy experience as well as the latest business school research. The book has a number of case studies showing how different organisations use the psychological contract. This is an important and extremely readable book for all those concerned with the improved performance of people and organisations.
Michael Wellin is Director of the consultancy Business Transformation. He is a highly experienced and creative consultant who designs and leads board level consultancy assignments to enhance business performance. Michael is a Chartered Occupational Psychologist and also the author of Behaviour Technology (Gower). Previously, he was Head of UK Personnel for Continental Bank, Founding Partner of Behaviour Technology and Director of the Alexander Consulting Group.
'At first sight of this book, it did cross my mind to wonder quite how 235 pages could be meaningfully filled on the topic of the psychological contract. It has always seemed to me to be an important, but slightly peripheral topic in the field of employee relations, induction and workplace socialisation. Clearly though, there is plenty of worthwhile material on the area and Wellin is convincing, to me at least, in his efforts to upgrade the notion of the psychological contract to something far more central to organisational success...Overall, this is an interesting text for managers or HR practitioners...a must for those who wish to pay more than lip service to the oft-neglected concept of the psychological contract.' - Leadership & Organization Development Journal, Vol. 30 No. 6, 2009 'Wellin's Managing the Psychological Contract is a wonderful how-to-manual for contemporary managers, employees and HR professionals. With great examples, it takes the reader through what needs to be done to make good, functional employment relationships and how to change them if need be. A good book and good read.' Denise M. Rousseau, H.J.Heinz II Professor of Organizational Behavior and Public Policy, Carnegie Mellon University 'This original and practical book covers an important topic because The Psychological Contract is at the heart of the relationship an individual has with his or her organisation. It is the deal we make with the employer throughout our time at work. This book is original because Michael Wellin has re-framed the concept into something much easier to grasp and study and measure. It is very practical with some fascinating case studies, and is well referenced, well written and well thought through. Written by someone who really understands the issues, it is a must buy for business students and managers alike.' Adrian Furnham, Professor of Psychology, University College London 'This is a wide ranging and, above all, practical treatment of an idea that has hitherto been the province of OD practitioners and experienced HR professionals. In managerial terms it unpicks the jargon, and gives real practical examples of how to maximise the impact of the "Personal Deal" for all employees. A timely and important contribution that will be of real help for managers in all industries.' Mike Mister, Global Director, Executive Development, Ernst & Young Global Limited